innovation excellence weekly - issue 28
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DESCRIPTIONWe are proud to announce our twenty-eighth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
April 12, 2013
Issue 28 April 12, 2013
1. Integrating Value & Innovation in the C-Suite............................... Stephan Liozu
2. Achieving Innovation Resonance ....... Braden Kelley
3. An Inside Look at Social TV in France ....... Nicolas Bry
4. Company Secrets for Disruptive Innovation........ Stefan Lindegaard
5. 5 Steps to Innovate How You Innovate ..... Soren Kaplan
6. Innovation Strategy: How to build an office of innovation .. Bryan Mahoney
7. Cairo Innovation Clouds .............................................................. Steve Todd
8. Pay Attention! ...... Jeffrey Phillips
9. Theres No Innovation Without Uncertainty ....... Tim Kastelle
10. 50 Ways to Integrate Art into Any Lesson .. Lisa Chesser
Your hosts, Braden Kelley, Julie Anixter and Rowan Gibson, are innovation writers, speakers and
strategic advisors to many of the worlds leading companies.
Our mission is to help you achieve innovation excellence inside your own organization by making
innovation resources, answers, and best practices accessible for the greater good.
Cover Image credit: smooth water ripples background from Bigstock
Integrating Value & Innovation in the C-Suite
Posted on April 7, 2013 by Stephan Liozu
The world of business and economics change fast and is getting more complex every decade. Firms are faced with the choice to adapt, re-
invent and differentiate themselves or die. Over the past few years, the nature and intensity of these changes in the business landscape have
created organizational disruption and a realistic need to redesign organizational structure and leadership approaches. As a result, the nature
and structure of the C-suite has also been changing to respond to these exogenous trends.
While traditionally C-level positions were focused on operations (Chief Operations Officer), on finance (Chief Financial Officer), on information
systems (Chief Information Officer), and innovation (Chief Innovation Officer), we have witnessed the emergence of a flurry of new C-level titles
emanating from new management theory (Chief Learning Officer, Chief Knowledge Officer), from increased business regulations (Chief
Compliance Officer, Chief Ethics Officer, Chief Risk Officer) and from increased focused on markets and customers (Chief Customer Officer,
Chief Growth Officer, Chief Commercial Officer, and Chief Marketing Officer).
Today more and more firms realize that they cannot cut their way to prosperity and that their growth potential has been severely reduced due to
the continued recessionary trends. Business are looking at innovation in their business models and re-inventing their value propositions in order
to generate customer excitement, boost value creation programs, and capture value through value-based pricing. This trend towards value
begs the question of who is in charge of value management processes and programs in firms. Another interesting question to consider is the
place of innovation within the value management concept. Where should innovation sit in the organization if you place value at the center of the
Innovation as Part of the CVO Mandate
The Chief Marketing Officer (CMO) and Chief Commercial Officer (CCO) positions have been widely accepted over the past decade. About 200
CCOs have been appointed worldwide since the role emerged . Among Fortune 100 firms, 23 had a CMO as the head of marketing in 2008 . In
many large firms, chances are that you will have a Chief Innovation Officer (CIO) in the C-suite or you will find innovation as a stand alone
function reporting to R&D, technology or some type of centralized center of excellence. But not every firm can afford to have a CMO, a CIO and
a CPO for example. So how do you combine the function and where do you place innovation? This is where it gets controversial.
With the emerging importance of value and innovation, I conjecture
that both need to be managed together under the role of Chief Value
Officer. The CMO, CPO, CCO and CVO roles are different but
present some overlapping functions. While job descriptions might
differ from firm to firm, I find that the CVO function best captures the
systematic and holistic creation, assessment and capture of value and
should include innovation, marketing, pricing and customer insight
processes. The CVO role can be designed to be a process-oriented
function or as an integrated group of functions all focused on value
Value at the Organizational Level
I propose that value must be elevated to the organizational level. Firms must put business value at the center of their existence , make it part of
their DNA and focus on creating sustainable value for stakeholders. To do this, they need to have the proper tools, systems and programs in
place to manage value systematically and with clear intention. I also propose that innovation has to be embedded in the value management
process to make sure that all innovation programs bring value to the business and deliver exciting opportunities for value creation.
By continuously creating, assessing, and capturing value, firms can reap the fruits of their holistic value management programs and can
reinvest significant portions of their incremental profitability into innovation. Simply put, enterprises need to innovate for growth and price for
profit. Profit being the price an enterprise pays to create the future; both innovation and profit depend on value creation.
So, who is in charge of value in your company?
image credit: maslansky.com & meeting room image from bigstock
Stephan Liozu, PhD is the Founder of Value Innoruption Advisors and specializes in disruptive approaches in innovation and value
management. He holds a PhD in Management at Case Western Reserve University and can be reached at email@example.com
Achieving Innovation Resonance
Posted on April 8, 2013 by Braden Kelley
What does resonance mean to you?
The word has many different dictionary definitions depending on the context, but
most of them focus on vibrations reaching an ideal state.
Here are two of the most relevant dictionary definitions for our innovation
resonance context today:
a quality of evoking response (Merriam-Webster)
the effect of an event or work of art beyond its immediate or surface meaning (Bing)
Here also are a couple of my favorite resonance quotes:
I think whatever resonance I may be able to achieve is in part simply from the amount of reading and learning that I
acquired along the way. Robert B. Parker
I think if the movie has resonance and stimulates the viewer to talk about it, you can have as large an audience as you
want. Andy Garcia
Ive written in the past about how innovation is all about value and about how innovation veracity is more important than innovation
velocity. Now it is time to take the innovation conversations about value and veracity to the next level to innovation resonance and how
difficult it is to achieve and maintain.
Achieving innovation resonance is about going from 1+1=2 to a state where
1+1+1+1=7, where the sum of the valuable parts in some new potential
innovation suddenly becomes greater than the individual components and value
may be created that you might not have even anticipated. When you reach this
state of innovation nirvana, the power of resonance pushes your invention over
the line from invention to innovation, and adoption becomes widespread. People
start talking about, spreading it like a virus, and ultimately supplementing your
marketing efforts in much more effective ways.
To achieve innovation resonance you must create value with innovation veracity and deliver it in a product or service with the right velocity
and course corrections as you bring your potential innovation into the marketplace. Innovation veracity is about identifying the truths that are
important to the customer in the problem space you are investigating, the inspirations and the insights that will hopefully lead to better ideas,
more value creation, and hopefully, eventually innovation resonance.
Youll notice that I used the words hopefully and eventually in the last sentence in relation to achieving innovation resonance, and this is
because our best attempts to anticipate the wants and needs of the marketplace will not always be immediately correct, and may require
course corrections in the product or service to better match the expected or desired value.
And the ultimate value encompassed in a potential innovation attempting to achieve resonance, comes from three main sources:
1. Value Creation
2. Value Access
3. Value Translation
Innovation = Value Creation * Value Access * Value Translation
Youll notice in this equation that the parts multiply, and as a result if you do any of the three badly, your potential innovation will fail. But do ALL
three well and you will have the opportunity to achieve innovation resonance.
Optimizing Innovation Resonance
To optimize the value creation component of innovation, you must seek innovation veracity early on, identifying the fundamental truths upon